Dr. Bruce Ward president@cda-adc.ca It Takes a Village In my last column, I wrote about the essential role that staff play in building and maintaining a successful dental practice. Since then, I’ve been reflecting more deeply on this idea—a practice actually relies on a broader network of people who support us each day. Dentists often refer to this as “the business side” of dentistry, but to me, it’s much more than that. It’s about relationships and trust. And it’s about recognizing that we can’t do it alone. Early in my career, I learned the value of building relationships with endodontists, periodontists, oral surgeons and other specialists in my area. They became my colleagues and collaborators. If you take time to get to know them better, visit their offices, maybe even take them to lunch, you create a trusted network you can count on. I’ve had specialists squeeze my referral patients in over lunch or at the end of a long day—because we had an established relationship. That kind of support makes a world of difference when one of my patients is in pain and needs help quickly. When you refer a patient to a trusted specialist who treats them well, they come back to you feeling taken care of. It’s tempting to think of a dental lab as just a technical resource. You send them an impression; they send back a crown. But that’s a transactional mindset, and it misses the potential of that relationship. When I had a case go smoothly, I’d call the lab and let them know. Then if something didn’t fit right, I could call and troubleshoot with someone who knew me and cared about the outcome. Your supply rep is another potential member of your extended team. They can be valuable consultants and even cost-savers if you empower them. At one point, we decided to work exclusively with our supply rep. He came into our office weekly, took stock of our inventory, and placed the orders himself. He knew when items were going on sale, helped us take advantage of discounts, and ultimately saved us time and money. My staff loved it because it took the burden off their shoulders. An accountant who knows your business can advise you through periods of growth and transition. A lawyer who’s reviewed your associate agreement is better equipped to help you renegotiate its terms or help when you’re buying a practice. And in today’s challenging staffing environment, maintaining a strong relationship with a trusted temp agency has proven invaluable. The person who cleaned our dental office for many years was one of our patients first. She became indispensable. She took pride in the space, responded well to feedback, and went above and beyond because she felt appreciated. Your team extends beyond your practice walls, and if you nurture these connections, your whole operation runs more smoothly. So how do you build these relationships? It starts with recognizing their value. Consider how these individuals’ contributions benefit you, your patients, your practice, and your peace of mind. Learn people’s names. Ask how they’re doing. Say thank you when they help you out. And involve your staff, too—because they often interact the most with these individuals. When you treat people with respect and gratitude, they will reflect it back to you. And over time, they become your village—supporting your success in ways big and small. From the President 7 Issue 4 | 2025 | CDA at Work
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